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[Non-English content] , Roberto Fulcherberguer, [Non-English content]
[Non-English content] 10,000 [Non-English content] 70,000. [Non-English content] 70,000 sellers.
[Non-English content] BRL 11.4 billion no second quarter, [Non-English content] 51% [Non-English content] 2020. [Non-English content]e 65% [Non-English content] 16.4% [Non-English content] global do buy now, pay later.
[Non-English content] 15x , [Non-English content] a $1 trillion [Non-English content] 2025. [Non-English content]
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Including other professionals in the platform with speed and efficiency. It's really Via accelerated entering the game. We are really excited with what's coming around. For now, I would like to start with the presentation on the slides. Before I start talking about the first slide, which brings in our results, I would like to initially make a remark, which is after we launched our earnings, that everyone's talking about our EBITDA. I just wanted to highlight that the month of April, we had almost the entire amount of our stores closed. This EBITDA that we're looking at this month is not our recurring EBITDA. This EBITDA is coming from what we were able to achieve in a strong recovery regardless of the stores closed.
What's different here, in the last quarter is that this month of April, we do not have the government support with the Corona voucher to help with the payment for the employees. This is an expense we didn't have last year, and this year we had it with all the stores open. In the same way, the rental negotiations also did not come in the same speed as the previous year because it was more intermittent in the periods with the closings. I would like to mention that this EBITDA we are noticing in this quarter is not our recurring EBITDA. We continue to post a really light profit. We are more towards BRL 7, BRL 7 and a half, which is what we were doing than the BRL 2.2 that we are demonstrating now.
For now, about the highlights here in this quarter, we are already for the past seven quarters, demonstrating that there is major consistency in the execution and gaining market share. In this second quarter, despite having the stores closed in April, we added a record with over BRL 4 billion in GMV versus the second quarter of 2020. I want to remind you that in the second quarter last year, online for the company was really strong because the physical stores were closed. We were able to reach a total BRL 11.4 billion in GMV, gross GMV, which is an increase of 51% compared to the second quarter last year. This performance represents strong acceleration when compared to the growth in the first quarter, which was 27%. We were able to add a lot of growth into the second quarter.
65% of the total GMV came from digital sales. We had growth of 7% in 1P and 85% in 3P. 65% of the company's GMV is already operating digital. Here's some relevant data. In the 2Q, according to the Compre&Confie data, our online sales grew 36% compared to an evolution of 17% in the market. We continued to grow more than double what the market is growing. As we had already disclosed, we went back to exchange data with Ebit. We reviewed our customer base and represented an increase of 10% the total amount of the market. In the next slide, we can see the share in the Ebit and Compre&Confie. In the last seven quarters, the growth was much greater than what the market is growing at.
This demonstrates our strategy and our strong focus on growth and market gain in this quarter that was very challenging due to the social restrictions and the closing of the stores. We had the option to expand our methods in order to attract new customers and promote various new categories that entered our ecosystem. We could have done this through cashback, free freights, reductions, and discounts, or a combination of all of these factors. We decided to expand the activation of new customers. In our perspective, we were very successful with this. We had positive growth, gains and share. We grew double what the market grew, and we added 4 million of new customers in our active customer base. About the third quarter.
What's going on is in July, for example, the market based on the Compre&Confie data, the market grew 8.5%. Via, the month of July, grew 43.9% based on Compre&Confie data. The market without Via grew 3.4%. In the month of July, we continued this trend of growth, gaining market share above market level. Up until the 10th, which is what we have defined here, the total market with Via is growing 25.7%. Via grows 66.1%, and the market without Via grows 20.4%. We gained 4.1 points of share in the month of July compared to last year, and we gained 3.7 market share until the accumulated amount in August 10th based on data from Compre&Confie.
We continued also in the 3rd quarter with an excellent pathway of growth. About Me Chama no Zap, it's been an important lever for our performance online, and it is prepared and incentivized to sell products for 1P and 3P. One interesting data is that about 30% of the customers that use Me Chama no Zap are new customers for Via. We also have been able to reactivate many customers. 30% of the customers that are serviced are customers from our inactive customer base. We're activating this a lot. It's a very important and powerful tool to add on new customers and activate customers that are inactive. This is an important differential for the increase in GMV in 1P and 3P, we have customer acquisition and also return. It already was responsible for 18% of the sales on marketplace.
This is a big differential. Platforms that are just pure Marketplaces or pure digital do not have the sales rep. We are heading towards a lot of places that people don't go to. This is one of the big differentials, and I'm going to be demonstrating this, although I think with other difference as well. Via in Investor Day, we mentioned we would be delivering a lot of commerce now in the f irst semester. Literally, that already represents another important tool to potentialize all of our sales team online as well. I'd like to ask you to now share a video that talks about our live commerce. Now we're going to talk about the evolution of this, and we're going to present the numbers we've been having in our Marketplace.
To highlight what I've already mentioned in the call and what we've been repeating ever since Investor Day is that 2021 is the year of Marketplaces Via. Last year, in June, we had 6,000 sellers. We had 10,000 sellers at the end of December. We started the year of 2021 with 10,000 sellers. We reached 59,000 sellers, and now in June. In July, we've already reached 70,000 sellers. When Helison mentioned at Investor Day that we were confident we would reach between 70,000-90,000 sellers this year, we are already moving at a strong pace towards evolution. We went from 3 million last year, and we already have 31 million active user platforms. We connected our first international partner, NocNoc , which allows for the sale of imported products from Asia into the U.S.
We'll have good news as well on the cross-border and on Marketplace. We can also highlight that we are not only a sales rep for electronics. We're very close to have the infinite shelf, which really helps with the recurrence of customers. The sales in the Marketplace increased 85%, reaching 22% of the digital sales. We almost doubled the numbers in 2020. In six months of 2021, we made 80% of revenue produced last year in 3P. This step forward in the Marketplace and our capacity to generate demand, and especially our capacity for delivery. The Marketplace is another important platform to add on to our ecosystem, and the other things are strong potential MVP, our omni-channel approach, our Buy Now, Pay Later, and our logistics really leverage more of our recurring and active and existing customers.
On the chart, we can observe some examples of increases in sales in long-tail categories, 1P and 3P. The biggest amount of sellers and the increase in the storefront and attribution categories, along with new strategy and structure dedicated to the Marketplace itself, ended up with the initiatives that have come up within this year, such as the 50% and book lens promo to sellers, which together really places us in equal positions to the field market. We are definitely decreasing the leadership of the market. On the next slide, we're going to talk about another strong point, which is our platform and acquisition. Here, we've had evolution on all indicators.
We've added more customers, as you can see, our portfolio will be reinforced by the SCD license that we recently obtained, which will fill in a gap for credit granting that's really underdeveloped as in tech in the Brazilian market. Thank you for using this whole experience with Buy Now, Pay Later, so that the company has been building throughout the year. At Via, we have the biggest share of Buy Now, Pay Later in Brazilian market, we really think this is excellent in our opportunity. If we take a look at this slide, well, as we talk about the opportunity that we've been seeing, I bring in a survey from McKinsey that shows the trends for this payment method in the American market.
We know that major players for BNPL abroad, like Klarna, Afterpay, and others, have installments and very competitive installments with no interest. At the end of the day, this is like a pay now. It's like a Buy Now, Pay Later, which is basically what we've already done for many years, but of course, customized to the needs in Brazil. The main message here, guys, is not the potential for penetration for the Buy Now, Pay Later in the American market, but the conclusion of the study on the benefit that this tool adds to the ecosystem. This tool brings in high rate of conversion. It increases the volume of spending. It increases the number of customers. It increases the recurrence, and it reduces the customer acquisition cost. Everything that the platforms normally search for, these kind of tools can add on to.
On the next slide, as we take a look at our numbers here and our history, no other players here in Brazil have the legitimacy and tradition and experience to offer credit as Via does. It's really a pioneer and leader in the Buy Now, Pay Later modality. Here there's no discussion. We are on this pathway for over two decades, and now I would like to call on a video that will talk about what this story is all about. As you see, we certainly have a long history and potential that can be developed that we are exploring very well. On this slide here, we can see and prove the main benefits in frequency, loyalty, and including customers in our base.
The increase in the penetration to 31% represents a growth of 56% compared to the share we had in our buy now, pay later in 2020. We continue to intensify this pool and expanding more of its share. In recurrence, we can notice in the graph on the right that 51% of the customers that use this payment method with us continue to be loyal. They generate recurrence. They have a new customer credit journey and before the current journey is kept in an interact manner in our ecosystem. This adds on another 350,000 new customers per month. Everything we have seen in that McKinsey study, we can see reflected here in our reality.
We take a look at the slide, on the left side, we can see the evolution of our credit in the physical stores and the distribution of customers that pre-approved per region in the last 12 months. We are adding more and more customers that are pre-approved into our ecosystem. On the right side, we notice the major capacity to add new customers coming from our digital credit platform. As an example, you can see the Northeast region. This is the second line. We have stores in 82 municipalities, and through online credit, we were already able to reach 361 municipalities where we do not have stores. Here it's pure adds of new customers and major recurrence. In total, we reached 1,500 municipalities where we've never had physical presence with an intense recruitment in September and the next quarter.
We are at a crescendo with the production of our digital payment booklet and our buy now, pay later system. Once again, we're talking about inclusion here. In the next chart, it's really interesting to take a look at this slide. If we consider the Brazilian market now, in the left bar, approximately, this number varies a bit, but 10% of Brazil buys online. From these that buy online, 62% buy through credit card and 37% through a debit, boleto, which is like a barcode bill, and Pix. When we listen to our customers, what we identify is that 41% of our customers are rejected or have their credit canceled, or they don't have the necessary limit to perform a purchase.
15% consider that credit cards are expensive and are interested in it. 44% who has already worked on this online journey with us declare that without the digital buy now, pay later system, they would not be able to have access to this product. There's a study of the market that demonstrates that this level of the population without access to credit represents an addressable market in the next five years of $486 billion. If you can check out the size of the market in this level of the population. The good news for Via is that we know exactly how to interact with this population, and very few can reach this level in the way we do. I think it's almost one of our exclusivities in Brazilian retail. On the next slide, about banQi.
Our portfolio will be strengthened by the license we were just able to receive, the SCD, that will fulfill this gap in access to credit that's very underexplored by fintechs operating in the Brazilian market. On this slide here, we bring in some of the KPIs that banQi has that demonstrate this growing trend in performance. We're growing very strongly in the amount of downloads. We've already reached 2.6 million accounts opened in banQi. We really scale up the number of transactions. We have BRL 120 million in TPV. The banQi transactions are already being very relevant in the transactions for our e-commerce and the transactions of our store.
We're really in this journey that's very strong with banQi, and we are going to continue to accelerate a lot from now on with the granting of TPV, and we're going to start providing personal credit with this full background that the company has with access and the capacity to grant credit with low risk. On this slide, we are presenting TPV as the co-branded cards and the Celer. The acquire we purchased at the end of April. We have partnerships with two private banks in the co-branded card modality, Bradesco and Casas Bahia, and Itaú at Ponto. Over 2.5 million customers with cards that generate BRL 1.5 billion in TPV monthly. In the seller network that was recently acquired, the TPV in the second quarter reached BRL 325 million, and the seller already performs over 5 million transactions.
It's already present in over 33,000 POSs, and it's already relating to over 255 impact. In the earnings call for the third quarter, we will provide details of how Celer has been evolving and how it's really integrated with banQi to have a very powerful journey with our individual investors and also with our Brazilian entrepreneurs and entities and companies. Our financial service platform is composed of thre verticals. Credit products for access to retail products.
This is our buy now, pay later with the co-branded card, our digital account on banQi, which really intends to include new customers and the access and expand the relationship through new credit offers, such as personal loans that we've just started, and support to consumption in the marketplace that starts off in banQi, as well as our entry with legal entities, togeth er with seller, with offering of credit and bank accounts and credit to small micro-entrepreneurs. Our platform is really robust, and in the third quarter, we're going to provide a lot of details on this integration between banQi and the seller. About another asset that's very important is logistics. Our logistics have been advancing in a very consistent manner. We have been able to deliver in the entire country, and we have light and heavy transportation. This is a very important differential.
It's really easy to transport light items in Brazil, but we've already delivered in 2,500 cities, and on the same day, we already delivered to 65 cities. Half of all of our digital sales are already delivered through our store. We understand that omnichannel is vital to operate quickly and efficiently in Brazil. We're going to demonstrate the benefits of the logistical losses in gaining i n this quarter. We were able to deliver in 100% of Brazil, as I've already mentioned, and in 2,500 cities in 24 hours. Now as we talk about our journey of having the customer really at the center of our business, we are expanding the offer of services using our own network, which already represents 51% of our deliveries.
It was something the market was curious about, to understand what kind of a share in each of the networks in our business. Now we're presenting here. We've already implemented the switch of omnichannel products. Customers that buy online, they can perform the exchange journey in our store. Once again, this is a very important benefit here. Besides performing the collection of this item when you have a switch, and I think it's worth it to test these heavy items in the marketplace platform and really have the return to check out how this happened. Normally, you're placed into contact with the sellers to find a solution for this return. In our case, it's already pretty much implicit in our business model, and we operate it. The seller can already perform the drop-off at our store.
It's really an advance in our network, servicing sellers more and more. Our delivery model is already tested and ready to scale up on. Through our last mile platform, ASAP Log , we can really start deliveries for partners out of Via's ecosystem and perform the collection right at the spot with the delivery. We're ready for this, and we have over 300,000 delivery guys in this platform. Our fulfillment starts off now in the fourth quarter, as I've already mentioned, for the seller and also to the marketplace sellers. We address and end the cycle in our service level for logistics out of the company. Now a bit about the numbers from customers. Customers are always at the center of our strategy in the company, so we continue to advance the strategy. Focus on banQi.
Everyone here at Via really embraced it with the launch of different offers for enrollment and concept, really to encourage the recurrency and loyalty. The first results are already starting to appear. There is an increment of 18% in our active customer base to 26 million. In the second quarter, the access via through the app already represents 50% of the online sales, which is a strong evolution compared to last year. If we were to add up the m site, which is also in the mobile journey, we already have over 75% of the average revenue per customer in our app. ARPU grew 60%. We've already started to experiment customers adding on other items into their cart. Customers really are adding more and more items to their cart, and that's reflected here in our ARPU.
On the next slide, you can see some of the initiatives for loyalty, recurrency for customers. CB Play and customize, adding up to the biggest offer of SKUs and the number of sellers in our marketplace. Our buy now, pay later includes some of the factors that really explain the strong increase in the average expenses for customers with on and off, as well as m ulti-channel customers, where we see strong evolution in all of the modalities regards to the previous year. On the right-hand graph, we can see that our customer base has also been going through major rejuvenation, and with this, we've been able to attract a younger audience. We've had growth of 72% in customers between eight and 24, and 14% among customers that were 25 to 34, which is really in line with our strategy designed here on Via.
After major success with the launch of the CB Play in April, we were able to just launch Paramount for Ponto customers that provide for unlimited access to streaming services, including films and series, and up until the end of the year, for all the customers that buy technology products at home for TV, cell phones, tablets, video game, and desktop console. With the engage ment and the content between entertainment and an increase in customer base, we've announced in July the hiring of the creative head for games, which is one of the best Free Fire gamers in the world. He, with Fluxo. This contributes to our strategy, and it also helps create exclusive content for gamers and customers at Casas Bahia. Via was already a leader in this games category, and this will reinforce even more our presence in this segment.
Game and consoles and equipment were the categories that most grew, where we gained market share in the first semester this year. This announcement of the partnership really grew. Generated a lot of posts and sharing. About the social networks in the second quarter, we also highlight in the main social media about engagement. At the end of July, we were able to reach the highest level of engagement. Here we're not only talking about retailers or online players, but we're talking about all of the brands in Brazil overcoming levels that Netflix has, for example, even. We're strong in our strategies to add new customers that increase engagement in these customers. All of these advances in customer experience, and this has been our focus ever since we started, have been appearing in our improved NPS scores with ongoing evolution.
In the same way our assessments and rankings on Reclame AQUI have been very positive in the last 6 months. Finally, on my speech here, all of this evolution that's going on at Via would not be possible without Via Hub, which has demonstrated major fast execution. There were over 1,300 deliveries done on the 2Q, totally focused on the increase of GMV and customer satisfaction. These 1,300 deliveries represent 2.5x more deliveries than the average we had last year. This really gives us the confidence to continue with this and the delivery of all of the strategic plans that we've demonstrated at Investor Day. Now I wanted to quickly pass it on to Orivaldo , and he will provide some details on the numbers again, and then I'll be back a bit more up ahead for a Q&A session as well.
Thank you very much. Good afternoon, everyone, and thank you, Roberto. I will quickly go over some of the highlights in our performance financially. Slide 35 presents, besides the quarter, also the semester compared to the previous period. The first highlight is the growth in the gross GMV, 51%, as Roberto mentioned. In the semester, 38.6%, which was also a very important highlight in the net revenue, 49% in the second quarter and 33% in the second semester. The gross margin and EBITDA had a drop compared to last year, basically due to many different elements, especially the consideration on the stores closed in both quarters as well. Last year there was a benefit, as Roberto mentioned, with labor contracts and rentals. This quarter was different. The stores were closed in different periods and in different locations.
This also brought in importance in the dilution of our expenses. The gross margin was also representing a small drop in the accounting gross margin. We will see operations pretty stable in the quarter, so we ended with 30/60 and there was a fiscal benefit here last year. The EBITDA margin was up 12% or BRL 185 million against BRL 555 million in the previous year. In the semester, BRL 1,167, with a drop of also 9%. The net income inverts this trend, and we go from BRL 65 million last year with this full credit to BRL 132 million with a full credit as well as a suspension in this quarter, and a growth of 103%. All of these factors bring in a lot of difficulty to compare the quarters. We believe we have a net margin that's a lot better.
In the quarter, we ended with BRL 312 million this year, a growth of 3x . In the next slide, we are providing some details on this with the gross margin, the EBITDA margin, and the net margin. In this case, operational. The operational EBITDA margin is growing 54.5% in the quarter, in the semester of '29, BRL 130 million to BRL 1,069 million, and the net income goes from a low of last year to BRL 45 million in this quarter. In this semester, we have operational losses of BRL 163 million, with profits of BRL 109 million in this quarter. To make the comparability a little better and have more of a profound analysis on the operational efficiency of the company, in this quarter, we eliminated the CID social benefits effect with the fiscal incentives on sales, and it's important to mention that it is a characteristic that's highly operational.
Definitely there are other fiscal credits that come from the sale of products. If we deduct this effect of the incentive in the results from the quarter, we present, especially in the last line, a net income of BRL 132 million. With an adjustment of BRL 87, it goes to BRL 45 million with a net margin of 178% - 0.60%. I'm going to explain this a little better with the composition of these amounts. With the explanation here of the main variables in the gross profit in this quarter compared to the same period. The first main effect here was the closing of the physical stores.
We lose a bit of penetration and volume in the section of the portfolio, the payment booklet, and we also lose some services and extended warranty and assembly services, which brings in an impact to the quarter of about 2 percentage points in drop. We had some benefit as well with the improvement of the commercial margin. Difal is not a fiscal credit. It's a tax that I paid double and I didn't have to pay in 2021. This is totally concentrated in our online commerce. This way we can compensate this gain in the commercial margin. We have a significant gain to BRL 2,419, due to the net revenue growth. It's important to mention this is also a quarter with COVID, with stores closed, as Fulcherberguer mentioned. Basically resumed in the month of Mother's Day.
The normalized margin is closer to about 32%. If we were to consider the stores open and the payment booklet working well. The same analysis here is applicable to SG&A. If we were to consider the operational expenses in 2020 and the operational expenses in 2021, we had an impact of approximately BRL 180 million because the stores were closed during that period for approximately 40, 45 days. Almost BRL 1.50 above on expenses. To grow GMV Online, we really leveraged many different elements in our digital business and a better channel mix, more investments in social media marketing, reinforcing the post-sale structure, call center, and other expenses of post delivery, as well as our technology team that was internalized. We had new business opportunities integrated into the business, which represented BRL 1.4 and +BRL 0.30 from Pay.
To the contrary, there's strong gains in productivity using our potential logistics. Also with the pickup from stores and our mini-hub. +1.7% for all the other expenses, back office and fixed expenses. There are recurring expenses also with the stores open, and we'd be closer to 24.50% and not 25.50%. Finally, with the same comparison of last year with the net income, we said that we left from losses of BRL 176 million to a profit of BRL 132 million. EBITDA represented 0.20% in improvement. We were able to have strong gains in depreciation, basically due to the dilution due to the growth of the sales, because we were able to add on very little assets physically in the past 12 months. Financial expenses had a strong impact as well, a recovery of about BRL 236 million, three points.
The result of the capitalization of the company with the follow-on in June last year. Obviously, this considers the full-year's effect in our accounts. Here we have very relevant returns. It's important to mention also that this result is strongly benefited by the fiscal incentives as well. As I mentioned, it's not a credit that's merely taxable. There's a strong operational characteristic, and that's why it's completely related to the sale of products in our 1P. On the next slide, we present our position financially and our cash flow for the quarter. Here I want to highlight that we have low consumption in the cash this quarter. Despite the pandemic, we've brought in important improvements in our working capital.
As we mentioned many times, we had the investment in the last three quarters in the inventory, also due to the risk for the lack of supplies in the period of the second wave, since last year. We are already under a recovery period with the normalization of the working capital. This is one of the initial facts. The third and fourth quarter reps will present the full normalization this quarter as well. We've presented the beginnings of the monetization process for fiscal credits, which was a major promise since the market wanted to see this, and we're presenting this here. Also the cash consumption was due to the acceleration of our investments in this quarter of BRL 184 million. Also about the last 12 months in the cash flow.
Here you can see a strong cash generation of about BRL 766 million in the last 12 months, despite the investments made in working capital and despite the effect of the store sales due to the pandemic. Here I also want to highlight in the year, the beginning of the monetization process and acceleration of the investments by about BRL 627 million. In slide 43, we have the CapEx in the semester totaling BRL 366 million and BRL 227 million in technology, BRL 58 million in expansion. We must say that we are accelerating the process for the expansion and improvement of our physical store, and also investments in our infrastructure. Also the last slide here in our presentation, a Q&A with our cash position. We have a solid cash position of BRL 6.7 billion.
Here also with our debt amortization curve, we can see that it is really balanced and to extend the position of the debt in the company. Thank you.
Now we are heading to the Q&A session now, and I believe our first question comes from the analyst from Credit Suisse, Victor. Victor, you may proceed.
Thank you, Dani. Roberto mentioned some questions that we had about the margins, the EBITDA margin, and one of the second main questions was about the evolution of the take rate. The company had a double-digit take rate. This number dropped to 7% in the first quarter, now 5% in the second quarter. I want to understand why there's this drop and what you guys are imagining in this dynamic. I think the market's creating a lot of theories because of the company's stance and also concerns with competition.
If you could maybe talk about this, it would help us a lot.
Thank you, Victor. First, about the margin, I believe that I already kind of mentioned the answer, the main impact here from this quarter was the store closings. If we were to take a look at the margins as per product, there are not many major problems. There was an absence of production in the payment booklet and more acceleration also generating a bit more of a margin, because we had about one month without a store sale. In regards to take rate, we had already declared this strategy to have the evolution of the marketplace, providing this possibility for the sellers to experiment within our platform. We're following exactly the track that had been designed. We are not changing this.
If we had not had the store closing, we would have had a really interesting quarter in the margins, and people wouldn't be concerned that, oh, you increased the marketplace and the other margins of the company dropped. That wasn't the effect. It's not that we can't do this one day if we want to, but that was not the effect this quarter in this case. As I had mentioned, the take rate is not our main target here in the marketplace. Our main target is the revenue we bring in through the payment booklet and through logistical services, and the relationship that the bank will have with all of this ecosystem. We are investing and building in a major marketplace platform, and the take rate is one detail in this game.
In a quarter, normally, where everything is open, the take rate doesn't really mean much. If you rely only on the take rate, that'll be a problem for sure. For us, this won't be a problem.
Okay. Thank you, Victor.
Thank you, Victor. I also have a quick announcement here. If you're watching us on your phone and you want to submit a question, just select the nine. The next question comes from João from Citi.
Thank you. Good afternoon, Dani. Thank you so much, Roberto and Padilha, for the call. Taking advantage of this discussion here on the services that you guys are going to be providing to the sellers. When you consider from the logistical perspective, especially, you mentioned that the fulfillment should be operational in the fourth quarter.
I think it would be interesting if you could maybe cover a bit of the scope or the notion of this fulfillment and how much you expect to reach in penetration in your seller base when it becomes operational, and understand how this can influence your take rate effectively. A second point here also would be about the international partnerships, right? Categories that you guys are adding on. I think it would be interesting to understand how you guys consider this relevant in the partnership in the future, and what kind of categories can influence your mix and your assortment up ahead. I think that would also be interesting.
Thank you. Hello, João. Thank you so much for that question. About penetration, we had a quick acceleration here and an increment in the sellers. We have 70,000 sellers. We have about 50% of the sales.
The numbers have been capped at around 50%, despite the quick acceleration of onboarding that we had. It's maintained at about 50% of the sellers who've already used the Envvias service. That goes from using our chart all the way to using our logistical network. Now we are already at the phase where they can perform the drop-off here at any of our stores, and we can perform the delivery. What's important to mention here is that if we were to take a look at the players in the market, the reference player now in the market, took almost four years to reach 20% penetration in fulfillment. It's not something that we're going to have from night to day. We plan to do this a lot quicker. We've been demonstrating that we can do things that are a lot quicker than the average in the market.
We will have excellent offers for fulfillment to the sellers. As I already mentioned, it's going to be a different kind of fulfillment. It won't be limited to our own platform. Our proposal is to really be the logistical operator for the seller for any marketplace that they're selling on, so I can transition around this among competition and perform the delivery. Our proposal here is to become the logistical partner of the seller for any sale they do in any kind of ecosystem. Besides this, we will also start fulfillment to other categories as well that maybe are not in our ecosystem yet.
Great, Roberto Fulcherberguer. Thank you so much.
Thank you, João, for the questions.
Thank you, João. Now I'm going to invite Bob from Bank of America. You can submit your question, Bob.
Bob might have some problem with his connection. We're going to continue here as we head off to the next question. Oh, it seems he was able to connect. Okay, I'm going to pass it on to Gabriel from Itaú.
Thank you, guys. Thank you for the presentation and for accepting my question. My question is about the financials and the business. We've noticed that there's significant growth in the portfolio year-over-year. We know that this is an average ready return of the stores, but also the online payment book as demonstrated. Especially in the online, we want to understand the results you've noticed in this front so far, and how the default has been behaving in this part of the portfolio.
Since it can be an interesting lever for growth, and this side of the financial business credit, it would be interesting to understand the size we expect to have in this portfolio and the practical impact of banQi's approval can be for this kind of expectation.
Thank you, Gabriel. Just about the credit granting journey. It has been scaling up and we've been measuring each of these phases, and we're really happy with what we're facing as a result, which is why we're really exponentially growing even more. This is very similar to the journey we have in the physical store. The levels of default that you know, in the physical journey, in the online journey, it's very similar. There's even cases where it's smaller than the physical journey.
In the online journey, we have a customer that is choosing to perform this a few times less, and we also operate with levels a little more competitive and generates less default. In that case now, well, we're already noticing some product harvest than what we're seeing in the store. Yeah. The practical impact of banQi becoming an SCD. Yeah. The practical impact of this, it represents starting off credit granting for customers, which is disconnected from the sale of the product. This credit will be hitting the customer wallet digitally, and they'll consume wherever they feel they should and how they consider to be best. We started a little before this. We were using another player before this, while we couldn't. Now with SCD, we are doing everything internally. The first measurements are really in the initial phase, and they're really exciting.
We're really happy, and with the default rates that we can play and, as we've done with the payment book where we launched this and gained all the human confidence that we really have the adequate promoters going, we will also have it in this concession, and we'll scale up on this. The results are that we will probably have the biggest fintech credit granting for Class C because this know-how that we have in here, with Casas Bahia, especially all of this understanding of this consumption profile and default, we are applying to banQi. We believe we'll have the biggest credit granting platform for fintech, right? Next year we'll enter this credit card journey. banQi will have their own credit card that starts from next year. Personal loans are already a reality.
We're already measuring the evolution and portfolio and adding on scalability as we feel this kind of confidence.
Great, Roberto. Thank you for your answers. Thank you, Gabriel. Well, our next question comes from Joseph Kogan from JP Morgan. You may continue.
Hello, and good afternoon, everyone. Thank you for answering my question. Just a few here. I wanted to explore the evolution of the marketplace and understand from you're trying to have more of a different kind of approach, setting some business plans with sellers that have more scalability. I want to understand the percentage in the marketplace sales that come from these bigger partnerships. Also understand a bit of the take rate reality when you take a look at other players, it expands already a bit. I don't know if there's a take rate issue in the industry.
I want to understand if you see this as a long-term factor or also, just changing a bit on the topic here. We wanted to explore two very important topics. You mentioned digitalization of the payment book with banQi, I wanted to understand the capacity you guys have pre-approved with the bank. I know you guys have like BRL 4.5 billion, I wanted to understand the size that this portfolio could have and try to understand how this will be operating the P&L because IFRS, you have to have provision based on risk loss. Also finally, the expansion strategy. We've seen the company heading towards the northeast a lot, I want to understand how you guys are noticing the performance of these new stores.
I understand that it may be a little early to measure this, but any kind of insight would be great. Thank you.
Thank you, Joseph Kogan. Just on the sellers here, we are not going to be strategically talking about how this interrelation and proportionality is between the sellers. What I can say is the following. In the market you have free freight, cashback. Here, it's just the take rate discounted to the seller that we're interested in accelerating into our platform so that they can experiment our platform. This is happening basically from the lower scale sellers. The sellers that are larger scales were really not messing much with the take rate. We are noticing that the smaller scale sellers having a bigger volume, which really leads us to the path of more of an infinite assortment and greater recurrence of items with customers.
As I mentioned, it's a strategy of ours. Each one in the market has their strategy, and for quite a while, they would ask me why I didn't have cash backs. For quite a while, I explained why. Now our strategy is to have the take rate and invest in the take rate to the seller as a strategy to keep the relationship with the seller due to the fact that in our perspective, maybe this is not the biggest source of revenue or the biggest benefit that the seller can add to our ecosystem. We understand that we have other strong points here at Via, and if they are well developed, it may generate strong profitability in the relationship with the sellers, regardless of the take rate.
If up ahead we decide to resume growth or not, it's a decision we're going to have to take a bit more up ahead. It's really early. We just had a strong upside in the amount of sellers. There's a lot of sellers to enter still, and this month of July, we ended off with 11,000 sellers. August really accelerated. There's a lot of people wanting to join our base and understanding the differential that Via will provide to the seller. I don't know if I answered that one. Some stuff that I won't be able to present as an answer here. In regards to bank and also the expansion in the North, Northeast, especially in the North, this is a region that is not very occupied by us. We weren't present there.
As we start entering, we are noticing a boom in the Northeast with the exponential growth in the markets we're entering. Entering this market has really exponentialized the online sales we've already had in this market. Considering that the stores are not only sales stores for us and it became a logistical hub relation, and our logistics have been really facilitated in these markets where we're entering, considering that 50% of online sales operate through the store. The last mile takes place through the store. We're going to enter about 150 cities in a one year range. It's significant expansion. It's going to be a new market for us, new fill, new oxygen, and we really have a lot of market share to take in these markets we're entering
It's been a real success due to the fact that Casas Bahia brand is an easy to use brand, is already recognized nationally. When we open up the stores, the question is not us calling the customers, but it's the customers asking us why we took so long to get here. Customers like this relationship with us, and we reach the market really taking in all the differentials I've already narrated to you with all the attributes that Via has, such as buy now, pay later, a major assortment in 1P, now with 3P as well, the online sales rep interacting with this level, and all the different occupancies in the market. We've really had a lot of success. banQi, we actually, as I mentioned, it will be the credit distributor in our business. We talked about it's a payment as a service.
The buy now, pay later that we see abroad, I'm going to forget that composition, that there's interest free and with very few installments. If we consider the players, they add this in the retailers, and it becomes a payment method. Our bank, we will be credit as a service for other players out of our ecosystem. Here the seller network is fundamental, because in the next call, I think we'll be really comfortable in presenting the strategy with the result of the personal loan, and also in regards to the volume of financing in this modality. When we have the follow-on, we address BRL 300 million for this modality. We will begin with this BRL 300 million. There are many possibilities of how we can be funding this.
We already have the BRL 300 million allocated to begin this ramp up in the personal loan segment. Do you want to add anything else?
I think it's important to talk about this credit line we have with the pre-approved credit line with banQi. I don't know if the question was just about the new modality for personal loans that we've been providing through banQi or if it's the entire credit as a whole. In the current model. Before we had the license, payment booklet was only possible in the CDCI modality with a bank intervening. Now with this license, we can also have CDCI operations within banQi. We have this avenue up ahead. We believe this will be multiplied by eight and 9x . What we call buy now, pay later is already pretty old, and in the digital modality, it's a lot easier.
It's a high level of acceptance, and there's high penetration digital and high acceptance also among the younger guys that are really navigating on the internet. The modality for personal loans is really similar to the payment booklet. We consider revenue per scale and throughout the contract. The forecast should be interest rates a little bit greater. It should be very similar. It's very similar to what we have in the payment booklet. We had some peaks in the third quarter last year, also due to the pandemic lessons, and then it was never lower or above five. We are very confident in this. With this history, that we're able to operate in the payment booklet. We're really comfortable with this. Carlos Bressan, the head of the business here, and he started a process to register this pre-approval, the license.
At that moment, we were able to have 250,000 interested customers that were already pre-approved. They were basically signed up for that. We already had this credit analyzed and we granted credit. We don't think it's going to be very different than what we already know about in the level of profitability in the payment booklet. Once again, we're going to be scaling up and measuring this with all the necessary profitability. As I mentioned, banQi will be our distributor for the payment booklet, and we'll of course report to the Banco Central as well as all the other institutions reports.
Thank you very much, everyone.
Thank you, Joseph. Now we're going to continue here. We have some other questions in line. Now I'll call Rashed from Goldman Sachs to submit his question.
Hi there, Danny. Good afternoon. Thank you for the call. You guys talked a bit about the offers for the payment booklet for customers and also for the sellers as a new steps to expand the offer of services in the marketplace. I wanted to know what are other additional services, financially, logistics that you consider that are important to expand this offer? The second question here would be, maybe you've already talked about this. In the physical store, how have you been moving along with interest sales compared to 2019? Is it already a little more normalized?
Thank you very much. Well, thank you for that question. We have a lineup of services that need to be added in banQi. There's a pretty big list. It's like bank as a payment means for all the online sellers and entrepreneurs that we have here in Brazil.
This possibility of having a little machine at the small device at retailers. This can be embedded with our credit and other services. We are developing this entire process and all of the critical parts and control of the back office. There's a pretty long list here, additional elements that we're going to be adding on to the ecosystem. At this moment really, we are really focused on this credit platform evolving. In the third quarter, we've done a very important list with the presentation we're going to be working on with seller. We also have payment links in the middle, supplier management for the sellers, all of these decrees, and there's a lot of stuff coming from there from retail. We're going to be launching the ad platform.
This was also an important process we started entering the Investor Day. I don't remember everything. We designed a lot in the Investor Day about the next steps for the company. We have the design for next year pretty much ready. The technology team is really accelerated. With the development of these platforms and more and more, this is becoming more precise to be developed because everything we've been developing, we're going to be entering in with microservices into the cloud. This attracts this quick development and is generating the strong accelerated transformation we're seeing. I think those were the two points.
Yeah, if you could maybe just talk about. Thanks for the answers. If you could talk about the physical stores, and give us a perspective on how you've been seeing the performance in the third quarter.
It's a high digit compared to 2019. Let's remember that in 2019, we had the second quarter pretty much not exist. It was below 20. With all of this in e-commerce, we have same stores, sales growth as well compared to 2019.
Great. Thank you, Roberto Fulcherberguer. Maybe we considered an indicator on the release because it's the indicator that we've most understood as comparable to 2019. If we consider 2020 and 2021, if we consider the stores closed, if we compare that against 201 9, we consider the productivity of the sales rep. They grew 11% compared to 2019, in the second quarter of 2021. That's on page 22 of the release. You can see that this is positive despite having about 20% online at that time. Now we have above 60.
Thank you, Padilha. Now we're gonna call on a question from the phone. I think Guilherme from Condor, are you on the phone? If you could open up the streaming so they can submit their question.
Can you hear me? Yeah, we can hear you. Thank you so much for answering my question. I wanted to question about all you've been noticing with the lack of inputs overall, for conductors, semiconductors, among many industries. Have you guys noticed any kind of challenge to replace inventory with electronic equipment? You had mentioned that a big amount of the sales came from components connected to games and semiconductors also having some issues with China with the introduction. Have you guys noticed any kind of challenge with this? If yes, do you have any idea of how this could impact the next quarters?
Have you guys had any difficulties in regards to the increase in the prices in the reception of the customers?
Guilherme, in regards to the first point, we normally have a major strategy operating in one piece, and we have a logistical center and capacity for this. We already perform major anticipation in regards to what we're gonna be buying. We've done this last year, present year as well. We are suffering a bit less. Due to the major anticipation that we have with the industry. Last year we had pretty much the volume of this entire year priced in industry. It's a differential we have. We know how to play the game right and we have the scaling capacity to do this.
We have more than 1.2 million sq m in logistical center and another 1.5 million sq m in logistical areas, which is why we've been expanding this level of inventory. Some occasional problems, I can say that we have nothing that affects the entire category. Let's say if they have 10 items in that category, we may have problems with one or two items. We have another three items for the sale. About the transfers, we have already performed all of the price transfers. The sales in the second quarter already considered this transfer. We noticed that we do not lose the necessary potential in this area. We were able to scale with sales still. We have this advantage also with our financial service area, which is a big differential. I've been kind of soft on this with some installments.
In our case, up until now, I've already considered the numbers in July and August. Up until now, we've been operating even with these many transfers.
Thank you very much. We had some more people that had to drop off due to other appointments and also because of the extended schedule. I'm gonna read a question that was submitted by email by one of the analysts that had to leave. You're from Morgan Stanley. H e submitted it here. We'll answer the question, and then we'll have the question also that was submitted before. Basically, he was very interested in the issue with logistics as a service, that we're gonna be opening the overall market and our logistical platform.
Then he asks about how the tests are doing with the services and what kind of a customer we are considering at least for this kind of service. If we have to perform any other investments in the platform to be able to offer this.
All right. The development is going really well. What we want here is some complementarity to provide more scale with the reduction in cost. We're already providing these services to some other retailers as well, from different segments other than the 1P segment. T his is already happening. I'd say that we've already gone past that phase of test and started to transform into reality. As I mentioned, we already have a ready platform to scale up the issue with the deliveries and receipt, and this payment upon delivery.
This allows us to operate with any kind of thing. We don't necessarily need to buy delivery companies to perform the delivery. We already have the solution as a block. This is already ready. I'm not going to say we're going to do this or not, but we may come to do it. We're going to search for scale and productivity in our logistical network. We have a big differential, and this is a national logistical network. As I mentioned, half of it is already our own network. We want to consider all of this benefit of others and have profitability as well through this service.
Thank you. Roberto, it seems like we don't have any other questions now from the analysts in the queue. I'll pass on the word back to you for your final remarks.
I wanted to thank you all, and we are really happy with the services we're providing. We considered 80,000 sellers, and in one semester, we already had 31 million SKUs. Things that people took years to do in seven months. Our digital is already 65% of the company. The company is already digital, and our growth is already as a digital company. We've reached 85% growth in 3P. Our GMV, we've had a growth figure that's not from an analytical company. We're already at a growth pace, just as a digital company. Our NPS is also growing more than 15 points compared to the previous year. Maybe the most relevant data here in all the situations that we're gaining market share in a very consistent manner every quarter. It's not like Via will be a reality. Via is already a reality.
We are already a digital player that's been gaining a lot of share upon other digital players. Our platform certainly has important differentials that really bring in major advantages. We expect that the market at some moment will understand this. We are already a digital company that's really moved at a growth figure of a digital company, and that's why we are already following this path, and we still have the good news, which is we have a lot more to evolve in. We made this very clear in Investor Day where we're heading to, and so we have an entire journey to go through with our fintech and with financial services. One advantage that we only have, it's pretty incomparable if you consider that for the marketplace up until a little while back, we had one relevant player in Brazil with a credit granting capacity.
We're way ahead. No one's close to what we have in this. What's more, making the marketplace way from back then, so it's not complex. It wasn't simple, but it's not that complex. We were able to build it quickly. Building this ficha with precision in credit granting, where we're able to grant a lot of credit to the customer base, and we have a very low default rate. This costs a few years and maybe BRL billions in losses, and this is we've already built. I just wanted to mention that we are really focused here on following with major consistency this growth. The team is very motivated and is following this journey through transformation. I want to thank you all for participating in our call, and have an excellent afternoon.